Practices to Improve Risk Management in Agile Projects

2019 ◽  
Vol 29 (03) ◽  
pp. 381-399 ◽  
Author(s):  
Breno Gontijo Tavares ◽  
Carlos Eduardo Sanches da Silva ◽  
Adler Diniz de Souza
Keyword(s):  
Risk Management ◽  
Software Development ◽  
Management Practices ◽  
Agile Methods ◽  
Management Effectiveness ◽  
Software Projects ◽  
The Subject ◽  
Specific Activities ◽  
Agile Software ◽  
Development Methods

Risk management contributes to software projects success, but agile software development methods do not offer specific activities to manage risks. Therefore, this study aims to propose a list of risk management practices for agile projects, aiming to increase their chances of success. We analyzed 129 works on agile methods that afforded 127 risk management practices. We categorized and ranked practices using the AHP multi-criteria method with the participation of experts in the subject. The study presents risk management practices for daily meetings, increment, prototype, product backlog and Sprint planning as the most important for the risk management effectiveness. This study identified specific risk management practices for agile methods, not converging with other studies. Results contribute to the risk management improvement in agile projects and, consequently, increase their chances of success.

Security Assurance in Agile Software Development Methods

2022 ◽  
pp. 929-946
Author(s):  
Kalle Rindell ◽  
Sami Hyrynsalmi ◽  
Ville Leppänen
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Evaluation Framework ◽  
Agile Methods ◽  
Software Projects ◽  
Security Engineering ◽  
Security Incident ◽  
Security Assurance ◽  
Agile Software ◽  
Development Methods

Agile software development was introduced in the beginning of the 2000s to increase the visibility and efficiency software projects. Since then it has become as an industry standard. However, fitting sequential security engineering development models into iterative and incremental development practices in agile methods has caused difficulties in defining, implementing, and verifying the security properties of software. In addition, agile methods have also been criticized for decreased quality of documentation, resulting in decreased security assurance necessary for regulative purposes and security measurement. As a consequence, lack of security assurance can complicate security incident management, thus increasing the software's potential lifetime cost. This chapter clarifies the requirements for software security assurance by using an evaluation framework to analyze the compatibility of established agile security development methods: XP, Scrum, and Kanban. The results show that the agile methods are not inherently incompatible with security engineering requirements.

Security Assurance in Agile Software Development Methods

2019 ◽  
pp. 47-68
Author(s):  
Kalle Rindell ◽  
Sami Hyrynsalmi ◽  
Ville Leppänen
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Evaluation Framework ◽  
Agile Methods ◽  
Software Projects ◽  
Security Engineering ◽  
Security Incident ◽  
Security Assurance ◽  
Agile Software ◽  
Development Methods

Agile software development was introduced in the beginning of the 2000s to increase the visibility and efficiency software projects. Since then it has become as an industry standard. However, fitting sequential security engineering development models into iterative and incremental development practices in agile methods has caused difficulties in defining, implementing, and verifying the security properties of software. In addition, agile methods have also been criticized for decreased quality of documentation, resulting in decreased security assurance necessary for regulative purposes and security measurement. As a consequence, lack of security assurance can complicate security incident management, thus increasing the software's potential lifetime cost. This chapter clarifies the requirements for software security assurance by using an evaluation framework to analyze the compatibility of established agile security development methods: XP, Scrum, and Kanban. The results show that the agile methods are not inherently incompatible with security engineering requirements.

A Framework for Analyzing Structural Mechanisms Deployed to Support Traditional and Agile Methods

2021 ◽  
pp. 205-227
Author(s):  
Michal Dolezel ◽  
Alena Buchalcevova
Keyword(s):  
Software Development ◽  
Classification Scheme ◽  
Organizational Structures ◽  
Agile Software Development ◽  
Agile Methods ◽  
Two Dimensional ◽  
Dimensional Classification ◽  
Agile Software ◽  
Structural Mechanisms ◽  
Development Methods

People rely on structures to make their worlds orderly. This chapter conceptually probes into the problem of the differences between organizational structures deployed in traditional and agile environments. The authors develop an argument that all common forms of organizational entities can be classified by involving a two-dimensional classification scheme. Specifically, they constructed a typology to examine the issues of formal vs. informal authority, and disciplinarity vs. cross-functionality in terms of their significance for traditional and agile software development workplaces. Some examples of concrete organizational forms—including traditional project team, independent test team, self-organizing agile team and developers' community of practice—are discussed. In sum, they argue that by employing this classification scheme, they can theorize the nature of the on-going structural shift observed in conjunction with deploying agile software development methods. They acknowledge that the structures have fundamentally changed, terming the move “democratization” in the software development workplace.

Extending Security in Agile Software Development Methods

2007 ◽  
pp. 143-159 ◽  
Author(s):  
M. Siponen ◽  
R. Baskerville ◽  
R. Kuivalainen
Keyword(s):  
Information Systems ◽  
Software Development ◽  
Agile Software Development ◽  
Agile Methods ◽  
Agile Method ◽  
Management Standards ◽  
Secure Information ◽  
Agile Software ◽  
Development Methods ◽  
Software Development Methods

Software developers can use agile software development methods to build secure information systems. Current agile methods have few (if any) explicit security fea-tures. While several discrete security methods (such as checklists and management standards) can supplement agile methods, few of these integrate seamlessly into other software development methods. Because of the severe constraints imposed by agile methods, these discrete security techniques integrate very poorly into agile approaches. This chapter demonstrates how the security features can be integrated into an agile method called feature driven development.

Extending Security in Agile Software Development Methods

2008 ◽  
pp. 845-858
Author(s):  
M. Siponen ◽  
R. Baskerville ◽  
T. Kuivalainen
Keyword(s):  
Information Systems ◽  
Software Development ◽  
Agile Software Development ◽  
Agile Methods ◽  
Agile Method ◽  
Management Standards ◽  
Secure Information ◽  
Agile Software ◽  
Development Methods ◽  
Software Development Methods

Software developers can use agile software development methods to build secure information systems. Current agile methods have few (if any) explicit security fea-tures. While several discrete security methods (such as checklists and management standards) can supplement agile methods, few of these integrate seamlessly into other software development methods. Because of the severe constraints imposed by agile methods, these discrete security techniques integrate very poorly into agile approaches. This chapter demonstrates how the security features can be integrated into an agile method called feature driven development.

Agile IT Outsourcing

2009 ◽  
pp. 299-314
Author(s):  
Boris Roussev
Keyword(s):  
Software Development ◽  
Information Flow ◽  
Management Practices ◽  
Agile Methods ◽  
Development Effort ◽  
Development Projects ◽  
Software Projects ◽  
Software Development Effort ◽  
Iterative Software ◽  
Project Structure

Agile methods are lightweight, iterative software development frameworks used predominantly on small and mid-sized software development projects. This chapter introduces a project structure and management practices creating agile conditions for large software projects outsourced either offshore or onshore. Agility is achieved by slicing a large project into a number of small projects working in agile settings. Development is divided into research and development activities that are located on-site, and production activities located off-site. The proposed approach makes agile methods applicable to the stressed conditions of outsourcing without compromising the quality or pace of the software development effort. Creating an agile environment in an outsourcing project relies on maintaining a balance between the functions and sizes of on-site and off-site teams, on redefining the developers’ roles, and on reorganizing the information flow between the different development activities to compensate for the lack of customers on-site, team colocation, and tacit project knowledge.

Agile IT Outsourcing

2008 ◽  
pp. 60-76
Author(s):  
Boris Roussev
Keyword(s):  
Software Development ◽  
Information Flow ◽  
Management Practices ◽  
Agile Methods ◽  
Development Effort ◽  
Development Projects ◽  
Software Projects ◽  
Software Development Effort ◽  
Iterative Software ◽  
Project Structure

Agile methods are lightweight, iterative software development frameworks used predominantly on small and mid-sized software development projects. This chapter introduces a project structure and management practices creating agile conditions for large software projects outsourced either offshore or onshore. Agility is achieved by slicing a large project into a number of small projects working in agile settings. Development is divided into research and development activities that are located on-site, and production activities located off-site. The proposed approach makes agile methods applicable to the stressed conditions of outsourcing without compromising the quality or pace of the software development effort. Creating an agile environment in an outsourcing project relies on maintaining a balance between the functions and sizes of on-site and off-site teams, on redefining the developers’ roles, and on reorganizing the information flow between the different development activities to compensate for the lack of customers on-site, team colocation, and tacit project knowledge.

A Coordination Perspective on Agile Software Development

2015 ◽  
pp. 64-96
Author(s):  
Diane E. Strode ◽  
Sid L. Huff
Keyword(s):  
Software Development ◽  
Critical Factor ◽  
Agile Software Development ◽  
Development Projects ◽  
It Project Management ◽  
Software Projects ◽  
Coordination Strategy ◽  
Agile Software ◽  
And Coping ◽  
Development Methods

Achieving success in software development projects is a perennial challenge, and agile software development methods emerged to tackle this challenge. Agile software development provides a way to organise complex multi-participant software development projects while achieving fast delivery of quality software, meeting customer requirements, and coping effectively with project change. There is little understanding, however, of how such projects achieve effective coordination, which is a critical factor in successful software projects. Based on evidence from four cases, this chapter presents a theory explaining coordination in agile software projects. This theory defines the concepts of coordination strategy and coordination effectiveness and propositions explaining their relationship. This theory contributes to coordination literature by presenting clearly delineated concepts and their relationships in the form of a variance theory. For IT project management, this theory contributes to knowledge of coordination and coordination effectiveness in the context of agile software development.

scholarly journals Product Owner’s Journey to SAFe®—Role Changes in Scaled Agile Framework®

Information ◽  
2021 ◽  
Vol 12 (3) ◽  
pp. 107
Author(s):  
Daniel Remta ◽  
Alena Buchalcevova
Keyword(s):  
Software Development ◽  
Hierarchical Structures ◽  
Agile Methods ◽  
Original Design ◽  
Top Down ◽  
Registered Trademark ◽  
Role Changes ◽  
Role Description ◽  
Agile Software ◽  
Development Methods

As agile software development methods are spreading through the industry, they are no longer sufficient in their original design. With the increasing adoption by various types and sizes of organizations, these methods are scaled and tailored. The most popular framework for scaling Agile is the Scaled Agile Framework®, registered trademark of Scaled Agile, Inc. Boulder, USA. Some roles originating from the agile methods, such as Product Owner, are part of the framework and are impacted by scaling and tailoring. A Product Owner role is critical to the success of projects in agile environments. This paper aims to describe and discuss the evolution of and changes in Product Owner activities since Agile started to spread in the industry until the current concept of the Product Owner role in the Scaled Agile Framework. By identifying the activities typical of Product Owners outside of the Scaled Agile Framework context and mapping these activities to the Product Owner role description in Scaled Agile Framework, the changes in Product Owner role with respect to time and role specifics in the Scaled Agile Framework are revealed. It was identified that some of the activities previously described for Product Owner are distributed between various roles in the Scaled Agile Framework. In fact, the Product Owner loses the real product ownership in Scaled Agile Framework. The loss of ownership seems connected with the fact that, in the large environments that the Scaled Agile Framework is designed for, it is impossible to cover all required activities by one role using the hierarchical structures with a top-down approach in the Scaled Agile Framework.

scholarly journals Management of software development projects in Brazil using agile methods

2021 ◽  
Vol 12 (5) ◽  
pp. 1357-1374
Author(s):  
Claudia Carrijo Ravaglia ◽  
Mirian Picinini Mexas ◽  
Ana Claudia Dias ◽  
Haydée Maria Correia da Silveira Batista ◽  
Kleber da Silva Nunes
Keyword(s):  
Software Development ◽  
Management Practices ◽  
Field Research ◽  
Distributed Teams ◽  
Agile Methods ◽  
Management Decision ◽  
Development Projects ◽  
Agile Methodology ◽  
Management Decision Making ◽  
Agile Software

The aim of the paper is to analyze how agile management practices are being adopted by specialists from software development technology companies in Brazil, identifying actions that contribute to the success of software implementation, aiming to ensure the survival of organizations in the market. The study counted with a literature review to support the field research with software development specialists who use the agile methodology and work in Brazil in the states of Rio de Janeiro and São Paulo. The results were analyzed through a descriptive statistics and content analysis. The research identified that the companies that adopt agile software management methodology in Brazil prefer the Scrum method and the development teams may be geographically distributed. The main positive points identified when adopting agile methods were the process speed, team involvement, maximization of results, involvement with the client, and simplicity. Most experts identified problems in the implementation of the agile methodology and as points of attention: management of distributed teams, scope estimation and communication. It was possible to identify the existence of a positive financial result by adopting the agile method for software development projects, as well as actions that contribute to the success of these projects, such as controlling quality using different testing techniques, project management, time, stakeholders, scope, and have agile communication, with feedback and good leadership. On the other hand, it was observed in the statistics that, although efficient, this method is still not being widely used. This research can contribute to the managers of software development companies in the use of agile methods as well as improving management decision-making.

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